Case Study: Mercy Fitzgerald Hospital

A practice change in a non-VA primary care practice led by a Nurse Practitioner (NP) that includes identifying eligible veterans and utilizing the referral process guidelines to peer support services. In the Veterans Choice Program, 2015 the authorization for all non-VA medical care for veterans who resides more than 40 miles from a VA health care clinic or is not able to obtain a medical appointment within 30 days is eligible to receive care from a non-VA entity. The consignment of all medical care appointments are over sought by Health Net, which authorizes all non-service, secured care. PCPs are highly fortified to communicate with veterans with a courtesy memorandum for their medical appointment. PCPs must adhere to the subsequent standards

Intervention: As per member's request days of PCA services changed as Monday, Tuesday, Wednesday and Friday 4D/8H, Thursday, Saturday and Sunday 3D/4H effective 03/12/2017. Spoke with Ms. Irina Simkhovich from HCS home health care, authorization and billing department, CM informed changes of schedule and sent an fax with updated authorization. Also, Ms. Irina Simkhovich reminded CM request of 8 hours for 03/03/2017 and 03/06/2017, CM kindly informed member is only approved 4D/8H, 3D/4H by ABH and by 02/28/2017 Americare( covered by Medicare) informed they would covered M,W,F 4 hours each day. on 03/07/2017 Morrine Fox , Americare, informed as per RN recommendation 2 additional hours each day was approved for M-F, case shown up as active by 03/08/2017. HCS provided from 03/02/2017- 03/06/2017 each day 8 hours for this reason are requesting coverage of 03/03/2017 & 03/06/2017.

Pa stated that she don’t trust her family anymore because her grandchildren are crazy and no good. SC redirected Pa numerous times, but it was difficult for Pa to stay focused. Pa reported some anxiety and agreed to follow up with her physician regarding this (Pa stop taking Zoloft because she didn’t feel taking it anymore). Pa confirmed that she is received her services as specified in the ISP in the following type, scope, amount, frequency and duration: PAS Agency Model aide care for 2 hours on Monday, Tuesday, Wednesday, Thursday, and Saturday from 9am-11am and 3 hours on Sunday from 9:30am-12:30pm. Agency aide will supervise and assist with Pa with bathing ADL and IADLs of meal preparation, shopping, light housework and weekly errands. Pa receives an emergency response system which she uses as needed for emergencies. Pa receives 7 frozen Home delivered meals weekly from PCA which she heats in the microwave for

SC spoke with Pa and CG on 09/30/2015. No falls, hospitalization, changes in health status or medications were reported by Pa or CG. Pa reported that both she and spouse (Travers Russell was not present when SC called; Pa stated he went to the senior center and he’s doing well no unmet needs) are receiving services as outlined in the ISP. Pa’s goals remain unchanged both her and spouse remain satisfied with services and feel that they meeting their current needs. Pa reported that all services are received in the correct type, scope, amount, duration, and frequency as specified in the ISP. Pa self-directed model PAS provide hands on assistance and supervision with bathing, dressing, grooming, toileting, light home support and meal prep; daily

Along with having the desire to work in the field of dietetics, I have made extensive contributions to my current and previous employers. These

Mental health is a substantial problem in our society and our government is. In the past, many of the severely addicted and mentally ill patients of Greater Vancouver were sent to Riverview Hospital, a mental health facility in Coquitlam that was shut down in July 2012. The aftermath of the deinstitutionalization of these patients caused unneeded problems. Riverview Hospital must be reopened to provide the beds and housing that community facilities lack for those with mental illnesses. When Riverview reopens, patients will have access to the treatment they urgently need. Intensive care in secure wards at Riverview for patients that are chronically mentally ill is absolutely necessary. Additionally, the BC government must reopen Riverview Hospital

Advocate Illinois Masonic has a rich history in how it became the hospital it is today. Before it was called Illinois Masonic, it was Chicago Union Hospital. The Union Hospital was organized during the time of rebuilding post the great Chicago fire in 1901. Belden Avenue Baptist Church Steadfast Sunday School organized the union hospital. Amongst the board members of the hospital were some Masons who formed an association for the purpose of providing free medical and surgical treatment for master masons, members of the Eastern Star, and members of their families. In 1921 the Illinois Masonic Hospital Association purchased Chicago Union Hospital.

Trinity Community Hospital strives to grow its service volumes and operate efficiently in order to produce capital for future investments. Trinity’s commitment to the community is to provide every patient with care and support. Trinity Community does not currently operate orthopedic services, but has a vision to become a premier provider of orthopedic services.

Hip replacement surgery involves the replacement of damaged cartilage with a new joint material which may be of metal, plastic, etc. In the process of considering which hospital is better given that the same surgeon is on the staff for both these hospitals, it’s important to consider patient safety as the most important feature. I would recommend Aunt Mary to choose the Main Line Hospital Lankenau over the Mercy Fitzgerald hospital. In Survey of the patient experience which was conducted using the HCAHPS (Hospital consumer assessment of Healthcare providers and systems), Lankenau hospital had a better score nationally whereas Mercy Fitzgerald had a lower score. While considering timeliness and the effectiveness of surgical care,

Julia Temple Healthcare Center is located at 3401 S Lafayette St, Englewood, CO 80113. During the internship, 150 hours will be completed. Starting September 1st, 2016 on November 6, 2016. So far I finished seventy credits hours out of one hundred and fifty hours, eighteen hours should be left.

Valerie Clarke, Ph.D., RN., MBA, MPH of Howard University Hospital (HUH) has more than 30 years of experience working as a nurse/professor. She is a much-respected nurse in the nursing industry focusing on providing the best care for patients under her supervision. Mrs. Clarke is responsible for directing and supervising the staff on her midnight shift.

Ms. Thompson resisted compliance with the new Occupational Safety Administration requirement because she’s comfortable in doing things the way they have always been done. Especially since the surrounding hospitals were not changing she felt that there was no need to change either. Also she felt that training would take her staff away from doing their job. It would also cause them to work more and she doesn’t feel like the change is worth the cost.

Loyola Hospital believes in excellent patient care. EBP will improve patient outcome and will lead to higher quality of care. The development and use of EBP mentors and champions will be helpful in increasing evidence based practice use in our department or hospital. According to Wallen et al. (2010), organization with evidence based practice who has a mentorship program have a higher rate of EBP implementation readiness than those who did not have EBP mentor and champions. Likewise, having a EBP mentor will result to stronger beliefs and greater EBP implementation by nurses which will result to greater group cohesion (Wallen et al., 2010).

Beverly Medical Center is a small operated physician’s office in Raleigh, NC. It is a physician office that combines the practices both traditional and holistic medicine. With new and current health care trends favoring the practices of holistic medicine and therapy, Beverly Medical Center popularity has risen as well as the number of patient. Currently, Beverly Medical Center uses the traditional check-in process where staff member check-in patients and where patients are ask to fill out there forms using pen and paper on arrival. Beverly Medical Center also uses a paper filing system as it main source of data storage of patient information and records.

Washington DC's largest private hospital fired a total of 11 nurses as well as 5 support staff members who had failed to go to work at time when the back-to-back snowstorms that rocked and paralyzed the operations in the region. Several more members of the Washington Hospital Center also faced internal investigations and it was originally not clear how many employees would lose their jobs. This prompted the Nurses United of the National Capital Region to file a class-action grievance with the private healthcare institution (Vargas,2010). The problem arose from the fact that the healthcare institution's "Declared Weather (Or Other) Emergency" policy never stated that employees who failed to report to work would be terminated. What the policy stated was that the unscheduled absences' as well as late arrivals that took place during a declared weather emergency are never counted whenever the attendance issues are being addresses. The same applies to early departures that are non authorized (Kearns, 2010).In this paper, we discuss the legal issues that surround the case of the Washington nurses getting fired for not reporting to work during a the back-to-back snowstorms that rocked and paralyzed the operations in the region.